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MBA - Human Capital Management

Contemporary Issues in Human Capital Management

Programme Objectives

The programme has the following aims:

  • To enable the advanced study of organisations, their management and the changing external context in which they operate
  • Equip individuals for and/or development of a career in business and management by developing skills at a professional or equivalent level to assume senior managerial and leadership positions in business
  • Development of the ability to apply knowledge and understanding of business and management to complex issues, both systematically and creatively, to improve business and management leadership and practice.
  • Enhancement of lifelong learning and personal development so as to be able to work with self-direction and originality and to contribute to business and society at large.

Benefits

At the end of the programme the successful student will have the ability to:

  • Demonstrate critical understanding of management theories, current issues of management, the development of conceptual frameworks to guide their application within organisations.
  • Acquire a strong foundation in key functional areas of business management to enable them to succeed as effective managers/leaders in an increasingly complex and dynamic environment.
  • Acquire and use a range of concepts, tools and techniques for problem solving and decision-making for analyzing complex and inter-related business scenarios.
  • Demonstrate and apply independent research and critical skills enabling the investigation and evaluation of valid and relevant management issues and practices.
  • Demonstrate initiative, insight, attitudes of responsibility and ethical leadership in the development of the strategic management agenda in the organization the participant works in or expected to work in the future.

Programme Content

Overview

This module aims to presents participants with the tools to:

  • Critically examine contemporary developments in human capital resourcing and how these are shaped by the organisational context.
  • Evaluate their effectiveness in terms of developing the human skills, capabilities and committed behaviours required in today’s enterprises.
  • Explore the degree of integration of human resourcing strategies with wider business strategies.
  • Identify to what extent intended human resourcing outcomes are realised in practice.

Student centered learning will be strongly encouraged and developed. Cooperative Learning and Problem-Based Learning will be infused into the teaching-learning-assessment strategies.

Group discussion, case analysis and self directed learning resources will be available to support the delivery and the appropriate assessment tools / tasks will be used to assess the intended learning outcomes.

Learning Outcomes

On completion of this module, students will be able to:

  • Develop ‘in depth’ knowledge and understanding of various contemporary developments in      approaches to human capital resourcing and a critical awareness of how strategic human resourcing processes can support and contribute to wider business strategies.
  • Analyse how these are shaped by the prevailing socio-economic, political and legal environment, as well as internal organisational influences.
  • Evaluate the effectiveness of different human capital resourcing strategies and identify why certain approaches may be more appropriate than others in different organisational contexts.

Syllabus

  • An exploration of the development and implementation of selected contemporary issues in human resourcing: for example, approaches to performance management and workplace employee participation and involvement.
  • Different approaches to human resourcing in varied organisational settings and how these are shaped by the prevailing economic, social, political and legal environment, as well as internal factors.
  • The effectiveness of human resourcing interventions in selecting, developing and shaping the work of individuals employed in rapidly changing organisational contexts.
  • The support and contribution human resourcing policies and practices can make to wider business objectives.
  • The extent to which those theories which have led to the development of strategic human resourcing interventions are supported by human resourcing practices.
  • The challenges, dilemmas and tensions of human resourcing policies and practices for those responsible for their application and for those who experience the processes.

Resources

  • Course Materials provided by IPE.
  • Tom Redman, Adrian Wilkinson, Contemporary Human Resource Management, 2008, FT Prentice Hall.
  • Derek Torrington, Stephen Taylor, Human Resource Management, 8th Edition, 2009, FT Prentice Hall.
  • Online resources on OCTAL Portal
  • Online data bases from IPE’s E Library